Devils paradice production shedule
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Manufacturing schedule weekly crewing week of november 25th 2012 rev1 (1)
The document assigns manufacturing crew members to different shifts and tasks for the week of November 25th, 2012, including oil tempering, straightening, furnace operating, testing, wire drawing, and driving. It lists 106 total crew members and notes those on vacation, sick leave, or union business. Shift supervisors and union representatives are provided the weekly crew assignment document for scheduling and coordination purposes.
Scheduling
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flow pp & scheudle monitoring
This document outlines the key steps in Flow Production Planning and Scheduling Monitoring including checking production plans and schedules, converting planned orders to production orders, checking stock levels and purchase requisitions, reserving materials, monitoring production output, inventory management activities like procurement and goods movement, production order and schedule monitoring, subcontracting activities, and recording production output. The overall process is monitored and administered through activities like order confirmation and delivery documentation.
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Case study on scheduling
The document describes a case study of Distribution Transformer Company Limited (DTCL), an Indian transformer manufacturing company. DTCL faced financial issues due to delayed payments, so expanded exports. This increased order complexity and led to delays and penalties. DTCL analyzed order fulfillment activities and sample orders. Key activities requiring improvement were identified as procurement, which took 415.5 days, and production, which took 350.5 days. Organizing manufacturing into workstations could significantly reduce lead times through activities like vendor management and process optimization.
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The document assigns manufacturing crew members to different shifts and tasks for the week of November 25th, 2012, including oil tempering, straightening, furnace operating, testing, wire drawing, and driving. It lists 106 total crew members and notes those on vacation, sick leave, or union business. Shift supervisors and union representatives are provided the weekly crew assignment document for scheduling and coordination purposes.
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This document discusses key concepts in process scheduling. It explains that the goal of multiprogramming is to maximize CPU utilization by reducing idle time when processes are waiting for I/O. It describes how processes alternate between CPU bursts and I/O waits in a cycle. Scheduling can be preemptive or nonpreemptive. Common scheduling algorithms like FCFS, SJF, priority, and round-robin are explained. The document also covers multilevel queue scheduling, multilevel feedback queue scheduling, and concepts for scheduling on multiprocessor systems.
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This Presentation consists of basic concepts of ABC analysis (which is an Inventory categorization technique for effective management of Inventory) & a case study on it.
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This document discusses various concepts and algorithms related to process scheduling. It covers basic concepts like CPU bursts and scheduling criteria. It then describes several common scheduling algorithms like FCFS, SJF, priority scheduling, and round robin. It also discusses more advanced topics like multiple processor scheduling, thread scheduling, and load balancing.
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The document discusses sequencing problems and various sequencing rules used to optimize outputs when assigning jobs to machines. It describes Johnson's rule for minimizing completion time when scheduling jobs on two workstations. Johnson's rule involves scheduling the job with the shortest processing time first at the workstation where it finishes earliest. It provides an example of applying Johnson's rule to schedule five motor repair jobs at the Morris Machine Company across two workstations. Finally, it discusses Johnson's three machine rule for sequencing jobs across three machines.
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The document discusses different process scheduling algorithms used by operating systems. It introduces key concepts like processes, CPU bursts, turnaround time and waiting time. It then describes common scheduling policies like preemptive and non-preemptive. Specific algorithms covered include First Come First Served (FCFS), Shortest Job First (SJF), Round Robin (RR) and Priority-based scheduling. Examples are provided to illustrate how each algorithm works.
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The document presents on production scheduling. It discusses key concepts like scheduling, master production scheduling, and their objectives. Specifically, it aims to maximize throughput, be predictable, minimize overhead, and balance resource use. The presentation covers scheduling elements, priority planning, functions of master scheduling like specifying planning periods and tracking order forecasting accuracy. It also provides examples of scheduling like timetabling and discusses problems of sequencing like shortest processing time.
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The document describes three problems involving determining the optimal sequence of jobs through multiple machines to minimize the total elapsed time.
For the first problem involving two machines, the optimal sequence is job 2, 1, 6, 5, 4, 3 with a total elapsed time of 85 hours.
The second problem involving three machines is converted to two virtual machines, and the optimal sequence is job 3, 4, 2, 1, 5 with a total elapsed time of 51 hours.
The third problem involving four machines is also converted to two virtual machines, and the optimal sequence is job C, A, B, D with a total elapsed time of 82 hours.
Master production schedule
The Master Production Schedule (MPS) breaks down the production plan into product families to promote valid order promises and control inventory levels. It disaggregates sales and operations data and schedules production to meet demand while accounting for factors like lot sizes, lead times, and available inventory. By validating capacity and scheduling production proactively, the MPS enables a company to maintain desired levels of customer service while proactively controlling resources and inventory.
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The document discusses production and operations management concepts related to work center scheduling. It defines work centers and describes typical scheduling functions like allocating orders and determining sequence. It then covers priority rules for job sequencing, schedule performance measures, and examples of different sequencing methods. Finally, it discusses shop-floor control functions and principles of work center and job shop scheduling.
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The document discusses various concepts related to scheduling operations management including objectives, loading, sequencing, monitoring, and advanced planning systems. It provides examples of sequencing rules like FCFS, DDATE, and SPT and compares their performance on a sample problem. Guidelines for selecting rules are outlined. Input/output control and Gantt charts are discussed as monitoring tools. Finally, it briefly covers employee scheduling heuristics.
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This document discusses key aspects of business planning including what a business plan is, why it is important, who prepares it, and the steps involved. A business plan is a comprehensive written description of a business that presents its future. It is crucial for obtaining funding. The plan should be prepared by a company's CEO, marketing/sales managers, development/production managers, and financial manager. The planning process involves assessing the situation, developing a mission, getting ready, setting goals, and monitoring progress. Reinventing a business model is also discussed as important for CEOs to manage the present, selectively forget the past, and create the future.
Operation scheduling
This document discusses operations scheduling. It begins by introducing operations scheduling and explaining that it involves assigning jobs, resources, and sequencing operations while accounting for deviations. It then discusses key performance measures for schedules such as job flow time, makespan, past due jobs, work-in-process inventory, total inventory, and utilization. The document proceeds to list objectives and functions of operations scheduling such as efficient resource use, on-time delivery, and minimizing costs and inventory. Finally, it briefly outlines types of scheduling like forward and backward, and methods like Johnson's algorithm and the index method.
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CPU Scheduling Algorithms
The document discusses various CPU scheduling algorithms including first come first served, shortest job first, priority, and round robin. It describes the basic concepts of CPU scheduling and criteria for evaluating algorithms. Implementation details are provided for shortest job first, priority, and round robin scheduling in C++.
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This document provides an overview of good manufacturing practices (GMP) in the pharmaceutical industry. It begins with definitions of GMP and discusses its early history starting in the 1900s with no regulations. Key events that led to increased regulation include Upton Sinclair's 1905 book The Jungle exposing unsanitary meat plants and the 1906 Pure Food and Drug Act. The document then outlines the timeline of major GMP regulations from 1902 to the present. It provides details on key areas covered by GMP including personnel, premises, equipment, process validation, and quality assurance.
Just In Time
Just-in-Time (JIT) manufacturing is a philosophy aimed at eliminating waste and continuously improving productivity by keeping stock levels low and receiving stock just before it is needed in production. JIT was developed in Japan after World War II to make efficient use of limited resources and optimize costs and quality. It involves producing goods only after receiving customer orders to achieve the highest output at the lowest unit cost.
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Good manufacturing practices- schedule
This document provides an overview of Schedule M, which outlines Good Manufacturing Practices (GMP) regulations in India for pharmaceutical manufacturing. It discusses the requirements for facilities, equipment, documentation, quality control, personnel, packaging and labeling. The key points covered include specifications for premises and equipment location, water systems, waste disposal, storage areas, production facilities, sanitation procedures, raw material control, calibration of instruments, documentation of records, self-inspection practices, quality control testing, batch processing, packaging and labeling, validation, recalls and adverse event reporting. The goal of Schedule M is to ensure consistent production and quality control of pharmaceuticals manufactured in India.
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This Presentation consists of basic concepts of ABC analysis (which is an Inventory categorization technique for effective management of Inventory) & a case study on it.
5 Process Scheduling
This document discusses various concepts and algorithms related to process scheduling. It covers basic concepts like CPU bursts and scheduling criteria. It then describes several common scheduling algorithms like FCFS, SJF, priority scheduling, and round robin. It also discusses more advanced topics like multiple processor scheduling, thread scheduling, and load balancing.
Schedule m new
This document discusses Schedule M, which outlines Good Manufacturing Practices (GMP) for pharmaceutical manufacturing in India. Schedule M was first implemented in 1988 and further amended in 2001. It describes requirements for factory premises, plants, and equipment for manufacturing drugs, pharmaceuticals, homeopathic preparations, cosmetics, and medical devices. The document outlines specific GMP requirements for sterile products, oral solid dosages, oral liquids, topical products, metered dose inhalers, and active pharmaceutical ingredients. It also references additional sources that provide more information on intellectual property rights and drug regulatory affairs in relation to Schedule M.
Sequencing problems in Operations Research
The document discusses sequencing problems and various sequencing rules used to optimize outputs when assigning jobs to machines. It describes Johnson's rule for minimizing completion time when scheduling jobs on two workstations. Johnson's rule involves scheduling the job with the shortest processing time first at the workstation where it finishes earliest. It provides an example of applying Johnson's rule to schedule five motor repair jobs at the Morris Machine Company across two workstations. Finally, it discusses Johnson's three machine rule for sequencing jobs across three machines.
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The document presents on production scheduling. It discusses key concepts like scheduling, master production scheduling, and their objectives. Specifically, it aims to maximize throughput, be predictable, minimize overhead, and balance resource use. The presentation covers scheduling elements, priority planning, functions of master scheduling like specifying planning periods and tracking order forecasting accuracy. It also provides examples of scheduling like timetabling and discusses problems of sequencing like shortest processing time.
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The document describes three problems involving determining the optimal sequence of jobs through multiple machines to minimize the total elapsed time.
For the first problem involving two machines, the optimal sequence is job 2, 1, 6, 5, 4, 3 with a total elapsed time of 85 hours.
The second problem involving three machines is converted to two virtual machines, and the optimal sequence is job 3, 4, 2, 1, 5 with a total elapsed time of 51 hours.
The third problem involving four machines is also converted to two virtual machines, and the optimal sequence is job C, A, B, D with a total elapsed time of 82 hours.
Master production schedule
The Master Production Schedule (MPS) breaks down the production plan into product families to promote valid order promises and control inventory levels. It disaggregates sales and operations data and schedules production to meet demand while accounting for factors like lot sizes, lead times, and available inventory. By validating capacity and scheduling production proactively, the MPS enables a company to maintain desired levels of customer service while proactively controlling resources and inventory.
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Scheduling
The document discusses various concepts related to scheduling operations management including objectives, loading, sequencing, monitoring, and advanced planning systems. It provides examples of sequencing rules like FCFS, DDATE, and SPT and compares their performance on a sample problem. Guidelines for selecting rules are outlined. Input/output control and Gantt charts are discussed as monitoring tools. Finally, it briefly covers employee scheduling heuristics.
Business Planning Process
This document discusses key aspects of business planning including what a business plan is, why it is important, who prepares it, and the steps involved. A business plan is a comprehensive written description of a business that presents its future. It is crucial for obtaining funding. The plan should be prepared by a company's CEO, marketing/sales managers, development/production managers, and financial manager. The planning process involves assessing the situation, developing a mission, getting ready, setting goals, and monitoring progress. Reinventing a business model is also discussed as important for CEOs to manage the present, selectively forget the past, and create the future.
Operation scheduling
This document discusses operations scheduling. It begins by introducing operations scheduling and explaining that it involves assigning jobs, resources, and sequencing operations while accounting for deviations. It then discusses key performance measures for schedules such as job flow time, makespan, past due jobs, work-in-process inventory, total inventory, and utilization. The document proceeds to list objectives and functions of operations scheduling such as efficient resource use, on-time delivery, and minimizing costs and inventory. Finally, it briefly outlines types of scheduling like forward and backward, and methods like Johnson's algorithm and the index method.
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This document provides step-by-step instructions for creating a project plan in Microsoft Project 2013, including how to start a project, plan tasks, assign resources, set a baseline, update progress, view reports, create an S-curve chart, and export data to Excel. The intended audience is beginners to project management who are familiar with earlier versions of MS Project.
CPU Scheduling Algorithms
The document discusses various CPU scheduling algorithms including first come first served, shortest job first, priority, and round robin. It describes the basic concepts of CPU scheduling and criteria for evaluating algorithms. Implementation details are provided for shortest job first, priority, and round robin scheduling in C++.
Good Manufacturing Practices(GMP)
This document provides an overview of good manufacturing practices (GMP) in the pharmaceutical industry. It begins with definitions of GMP and discusses its early history starting in the 1900s with no regulations. Key events that led to increased regulation include Upton Sinclair's 1905 book The Jungle exposing unsanitary meat plants and the 1906 Pure Food and Drug Act. The document then outlines the timeline of major GMP regulations from 1902 to the present. It provides details on key areas covered by GMP including personnel, premises, equipment, process validation, and quality assurance.
Just In Time
Just-in-Time (JIT) manufacturing is a philosophy aimed at eliminating waste and continuously improving productivity by keeping stock levels low and receiving stock just before it is needed in production. JIT was developed in Japan after World War II to make efficient use of limited resources and optimize costs and quality. It involves producing goods only after receiving customer orders to achieve the highest output at the lowest unit cost.
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Presentations By Rajendran Ananda Krishnan, https://www.facebook.com/ialwaysthinkprettythings
Project Metrics & Measures
The document outlines a roadmap for defining project metrics and measures to track project success. It discusses establishing governance and scope, identifying key metrics, collecting baseline data, setting benchmarks and targets, reporting processes, implementation, and review. Metrics should be clearly defined, agreed upon, and tied to business goals to provide a common understanding of project status and performance.
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